►
Description
Camilla is the Director of Executive Communications at Checkout.com, and has worked in communications and culture-building for the past 10 years. Camilla believes storytelling and communicating with emotional intelligence are the keys to building great cultures, iconic brands, and world-class leaders.
Prior to Checkout Camilla served as Head of Internal Communications and Culture at Hopin, worked freelance as an executive communication coach, and started her career in internal communications at Twitter. She is a remote and hybrid work advocate and personally uses the flexibility it brings her to paint watercolor, go on long morning walks, and spend time with her friends and family in Spain and the US. Camilla has a bachelor’s degree from Stanford University and an MBA from London Business School.
A
I'll
kick
us
off
with
this
conversation
and
as
people
join,
they
will
be
here
to
learn
and
hear
from
Camilla
when
we
get
to
our
questions
so
welcome
everyone.
This
is
a
live
speaker
series
hosted
by
the
Learning
and
Development
team.
Today,
I'm
really
excited
to
host
Camilla
Boyer
to
have
a
conversation
about
communicating
with
emotional
intelligence.
A
A
B
Hello,
yes
thanks
so
much
for
that
great
tee
up.
It's
super
exciting
to
be
here
with
all
of
you
today,
so
my
name
is
Camilla.
Boya
I
am
currently
the
director
of
executive
Communications
at
checkout.com,
which
is
a
big
fintech
payments,
Processing,
Company,
Communications
and
storytelling
and
messaging
is
my
thing.
It
sounds
nerdy,
but
I'm
super
passionate
about
it
and
I
could
talk
about
it
all
day,
so
I've
done
it
in
a
lot
of
different
forums.
B
At
this
point,
my
career
I've
done
it
in
you
know
fully
in
person,
environments
I've
done
it
in
massive
Global
Tech
companies
where
we
have
faced
those
challenges
of
you
know.
How
do
you
speak
to
people
across
those
with
those
those
cultural
boundaries
and
and
Geographic
barriers?
And
how
do
you
make
sure
that
you
know
the
language
that
you're
using
is
resonating?
B
I've
worked
in
a
fully
remote
company?
My
company
right
now
is
hybrid,
so
figuring
out.
You
know
what
are
the
best
modes
of
communication
for
every
type
of
office
environment
that
you're
in
obviously,
for
you,
the
fully
remote
is
kind
of
the
most
relevant
but
yeah.
So
my
job
is
basically
to
work
super
closely
with
CEOs
and
executive
teams
to
help
them
be
great
leaders
and
great
brand
Advocates
by
helping
them
communicate,
empathetically
and
in
a
really
kind
of
inspiring,
motivating,
consistent
way.
A
A
B
B
The
key
thing
that
I
want
to
hone
in
on
here
is
this
common
mistake,
where
we
think,
when
we're
communicating
that
our
job
is
to
get
our
message
across
to
say
what
we
have
to
say
when
actually
what
it
means
to
communicate
with
emotional
intelligence
and
communicate,
empathetically
means
to
actually
flip
that
and
think
first
who's,
my
audience,
what
did
they
need
to
hear?
How
can
I
be
in
service
to
them?
How
can
I
frame
my
message
in
a
way?
B
That's
really
going
to
resonate
with
them
right
and
that's
kind
of
the
biggest
point
is
just
flipping
that
process
and
putting
yourself
in
your
audience's
shoes
in
order
to
frame
your
message
rather
than
thinking
what
is
my
message
and
I
just
need
to
say
it
kind
of
no
matter
who
I'm
talking
to
does
that
make
sense.
Yeah.
A
B
A
Yeah
and
I
think
at
gitlab.
That's
such
an
important
thing
to
think
about
what
comes
to
mind
immediately
is
when
we're
communicating
with
tech
space
conversations
like
communicating
through
slack,
and
it's
really
important
to
share
a
lot
of
context
and
conversations
that
you're
having,
because
you
can't
assume
that
you
know
Melanie
has
seen
the
issue
that
I'm
talking
about
or
that
Melissa
has
been
at
the
conversation
that
I'm
referring
to
and
so
approaching
the
conversation
with.
A
B
Yeah
completely
and
I
I
don't
have
a
whiteboard
on
hand,
but
if
I
did
I
would
draw
an
axis
for
you
that
I
that
I
always
think
about
when
I'm
thinking
about
positioning
a
piece
of
communication
which
is
like
on
on
your
x-axis,
you
have
something
that
says
you
know
what
do
they
know
and
on
their
y-axis.
You
have
something
that
says
how
do
they
feel
and
your
job
as
the
communicator
is
to
think
about
both
of
those
things
right.
B
So
you
know
at
the
very
beginning,
this
person
who
you're
talking
to
whether
you're
giving
a
conference
presentation
or
a
business
update
in
a
meeting
or
a
one-on-one
with
your
manager.
By
definition,
you
know
something
that
they
don't.
They
know
less
about
something
than
you
do.
So
you
want
to
kind
of
plot
that
on
that
axis
and
say,
okay,
this
is
their
starting
point
of
the
information
that
they
have.
What
I'm
talking
about
and
then
equally
you
have
to
think
about
these
two
Dimensions
here
you
have
to
think
about.
B
How
do
they
feel
so
you
know.
Are
they
going
to
be
excited
about
this
news
that
I
have
to
share?
Is
this
a
hard
piece
of
news
that
I
have
to
say
share?
Are
they
is
this
going
to
be
intimidating
for
them?
You
know:
is
it
going
to
be
energizing
what
what
what
are
the
emotions
that
are
going
to
be
associated
with
this
piece
of
news
and
also,
how
do
they
feel
on
that
day?
B
You
know:
do
you
know
if
that
audience
is
like
coming
out
of
four
straight
hours
of
presentations
or
if
your
manager
has
just
had
a
really
hard
meeting
or
whatever
it
is
taking
that
into
account
too
right
and
sort
of
plotting
the
point
that
they're
at
on
those
axes
to
understand
where
they
are,
when
you
walk
into
the
room
with
them
and
then
charting
the
plot?
The
point
that
you
want
to
go
to
so
at
the
end
of
that
conversation
or
that
presentation,
where
do
you
want
to
move
them?
A
Yeah
I
really
like
that
and
I
like
that.
I
like
that
Visual
and
I,
really
like
that.
It
includes
how
they're
feeling
that
day,
because,
like
you
started
the
conversation
saying
at
gitlab,
we're
all
remote,
and
so
you
miss
out
on
the
cues
that
you
get
from
people
by
passing
them
in
an
office
or
by
just
you
know,
sharing
space
with
them
and
understanding,
maybe
where
they're
coming
from
based
on
those
non-verbal,
cues
and
so
putting
intentional
thought
into.
A
Where
is
this?
How
might
this
person
be
feeling
like
checking
what
messages
they
have
or
haven't
sent
to
slack
that
day
checking
their
calendar
to
see
if
they
are
coming,
if
you
are
meeting
with
them
as
their
eighth
meeting
of
the
day
or
it's
their
first,
because
understanding
that
kind
of
emotional
energy
can
really
help
frame?
How
you
go
about.
Speaking
with
that
person,
I
feel
like
there's
like
tools
that
we
have
in
an
all
remote
environment
that
can
kind
of
clue
you
into
how
someone
is
doing,
but
it
takes
more
effort.
A
A
So
my
next
question:
it
does
kind
of
lead
into
what
we
were
just
talking
about.
So
at
gitlab
we
communicate
with
a
mix
of
synchronous
conversations
in
zoom
and
sometimes
in
person,
and
also
async
conversations
via
git
lab,
where
we
do
a
lot
of
our
work
and
Slack
I'm
wondering.
Can
you
share
your
experience
with
how
we
can
read
the
room
of
people
we're
communicating
with
in
both
settings
so
that
we
can
approach
conversations
with
emotional
intelligence
at
the
Forefront.
B
B
On
top
of
those
those
cues
right
and
making
sure
that
you're
factoring
that
into
how
you
are,
are
positioning
your
message
and
talking
to
them
and
it's
easy
to
skip
over
that
stuff.
I
think
you
know,
I've
worked
in
a
fully
remote
environment.
I
was
fully
remote
for
almost
three
years,
and
that
was
actually
something
that
I
had
to
be
super
deliberate
about,
because
you
can't
have
a
tendency
to
kind
of
get
straight
to
business
when
you're
like
well
I'm
already
talking
to
somebody
just
through
a
camera.
So
what
difference
does
it
make?
A
I've
seen
some
folks
at
gitlabs
who
have
things
like
kind
of
built
into
their
meeting
agendas
so
that
they
don't
forget
or
don't
brush
over
that,
like
there's
like
a
stoplight
method,
where
people
will
indicate
if
they're
feeling,
red,
yellow
or
green
that
day
and
give
some
space
to
you
know
it
makes
space
at
the
beginning
of
that
meeting.
Every
time
it
happens
so
that
people
are
aware
of
how
people
are
feeling
and
that
that
it
isn't
forgotten,
you
don't
just
get
right
to
business.
You
have
that
conversation
first.
B
B
It
is
because,
even
if
you
think,
you've
done
your
diligence,
even
if
you
think
that
you
have
kind
of
done
the
small
talk
and
asked
the
pertinent
questions,
there
might
still
be
something
that
somebody
hasn't
shared
with
you,
and
especially
if
you're
going
to
drop
something
on
them.
That
is,
you
know
either
of
significance
to
you
or
to
them.
You,
you
kind
of
want
it
to
be
an
opt-in
engagement
right,
you
kind
of
want
it
to
be
something
that
they
have
said.
Yeah
like
I'm
in
a
good
place
for
this.
A
I
like
that
yeah,
because
you
know
there
might
be
something
that
you
don't
share
when
someone
asks
if
you're
doing,
okay-
and
you
know
you
might
say-
yeah
I'm
doing
fine,
but
you
don't
really
want
to
talk
about
it
and
so
having
like
a
clear
question,
is
this
a
good
time
to
share
feedback,
or
can
we
have
a
conversation
about
whatever
really
gives
someone
the
opportunity
to
say?
No,
if
it
isn't
a
good
time.
B
B
Yeah
100,
so
this
is
just
what
science
tells
us,
but
also
I'm
sure
we've
all
had
that
interaction
where,
like
the
notorious
one,
is
like.
If
you
text
somebody
like
okay
or
just
like
okay,
then
people
are
like.
Oh,
my
God
they're
mad
at
me,
whereas,
like
we
say
that
all
the
time
in
real
life
right,
like
you,
go
out
to
dinner
with
your
friends
or
whatever
it
is
and
they're
like.
B
Oh
do
you
want
to
split
pizza
and
you're
like
Okay
and
like
it's,
not
mad
you're,
you
know
you're
perfectly
fine
with
that
you're
perfectly
happy,
but
the
truth
is
when
we
write
things
our
human
default.
When
we
read
it
is
to
see
it
is
actually
a
bit
more
negative
and
a
bit
more
aggressive
than
it
was
intended.
B
So
that
means,
when
you're
doing
your
written
communication,
you
have
to
soften
it
as
much
as
you
can
and
whether
that's
like
using
punctuation
or
if
you're,
an
emoji
culture
like
throwing
emojis
in
there
or
even
if
it's
just
like
you
know,
starting
with
like
hey.
How
are
you
and
then
moving
into
your
question,
although
I
personally
hate
the
slack
message
that
just
says
hey?
A
Yeah,
that's
a
really
great
reminder
and
there's
like
I,
think
small
things
like
you
said,
starting
off
a
conversation
like
I.
Think
of
it
something
that
I
struggle
with
is
like
when
I
read
an
email,
I
always
have
an
introduction,
like
you
know,
I'll
I'll
recognize
who
I'm
emailing
and
then
I'll
say
something
nice
at
the
end.
If
the
conversation
is
wrapping
up,
but
slack
feels
so
much
more
like
texting
to
me,
where
you
don't
do
that
and
so
being
able
to
take
a
step
back
and
yeah.
Think
about.
B
Well,
yeah
and
it
might
feel
weird
to
kind
of
overcompensate
in
that
way,
but
sometimes
I
write
things
and
then
I
read
them
back
and
I'm
like
wow
I.
Sound
angry
I
need
to
put
an
exclamation
point
in
here
or
whatever
it
is
so
I
think
just
also
like
gut
checking
yourself
before
you
hit,
send
on
something
and
saying
you
know
it's
that
it's
that
emotional
intelligence
piece
again,
it's
like
if
I
were
the
receiver
of
this
message.
How
would
I
read
it?
Yeah.
B
Yeah,
absolutely
and
I
think
this
is
a
really
great
question,
because
I'm
sure
everyone
on
this
call
can
relate
to
the
fact
that
these
are
some
of
the
most
like
emotionally
fraught
conversations
that
we
have
at
work.
They
feel
very
high
stakes
for
us
as
the
individuals
and
for
you
know,
if,
whether
you're
in
an
individual
to
contributive
position
or
a
management
position,
it
just
feels
very
delicate.
B
Okay,
who
is
my
audience
and
how
can
I
make
sure
that
I'm
landing
this
message
in
a
way
that
resonates
with
them?
How
can
I
be
in
service
to
them?
What
are
their
goals?
What
do
they
care
about?
What
information
are
they
lacking
and
how
can
I
fill
those
gaps
for
them
right
and
then
the
second
piece
of
that
is
about
being
generous
with
your
knowledge,
so
thinking,
what's
everything
that
I
know
and
how
can
I
share
everything
that
might
be
relevant
or
important
to
them
and
I
think
that's
particularly
important
in
these
development
conversations.
B
So
let's
take
it
in
two
stages.
The
first
is,
you
know,
being
in
service
to
your
audience,
so
you
know
I'll
say
you
know
if
I
were
thinking
about
talking
to
my
manager
about
a
promotion
or
wanting
an
update
on
that
process
or
whatever
it
is.
The
first
thing,
I
would
say,
is
okay.
How
can
I
be
in
service
to
my
manager?
I
know
my
manager
has
other
reports.
I
know
my
manager
has
their
own
job
to
do
so.
B
B
So
then
the
second
piece
of
it
is
being
generous
with
your
knowledge.
So
nobody
knows
more
about
the
work
that
you
do
than
you
do,
and
this
is
something
I
kind
of
had
to
learn
the
hard
way.
Maybe
it's
the
Brit
and
me,
but
we
weren't
really
taught
to
brag
about
our
accomplishments
and
brag
about
the
things
that
we
do.
B
But
what
you
have
to
realize
is
that
you
know
you
you
have
that
information
and
nobody
else
does
so
when
it
comes
to
asking
for
what
you
want,
make
sure
that
you're
pulling
out
all
of
those
big
ticket
items
all
the
accomplishments,
all
the
things
you
think
like
might
possibly
sway
a
decision
one
way
or
another,
and
presenting
that
to
your
manager
and
being
generous
with
that
information.
I
think
like
that's,
not
the
time
to
kind
of
hold
back
and
say
like.
B
Oh,
maybe
this
isn't
relevant,
because
the
thing
is,
if
they
don't
know,
then
they
can't
factor
that
in,
and
that
is
only
ultimately
going
to
damage
you.
So
it's
about
remembering
to
be
your
own
best
Advocate
and
remembering
to
do
it
in
a
way
that
kind
of
serves
your
your
manager
the
best
now,
if
it
it's
the
other
way
around,
if
you
are
the
manager
and
you're
having
these
development
conversations
with
the
people
that
work
for
you,
it
looks
a
little
different
again.
B
So
if
we
put
ourselves
in
a
manager's
shoes
for
a
second,
what
does
it
mean
to
be
in
service
to
your
audience?
Well,
first
of
all,
your
audience
is
the
person
that
works
for
you
or
is
is
on
your
team
and
being
in
service
to
them
means
having
a
proper
understanding
of
what
their
goals
are.
So
that
means
you
need
to
be
having
you
know,
regular
Career,
Development
conversations,
or
at
least
at
the
start
of
this
conversation,
you
know
giving
them
the
space
to
tell
you
that
you
know
what
is
it
that
you
want?
B
What
do
you
think
you
deserve?
Why
do
you
think
you
deserve
it,
so
creating
the
space
for
them
to
do
that
and
then
being
in
service
to
them,
is
like
being
the
best
advocate
for
them
with
the
information
that
they
give
you
and
for
you,
you
know
what
it
means
to
be
generous
with
your
knowledge
is
about.
Okay,
here's,
my
understanding
of
how
the
promotion
or
the
compensation
process
works.
B
Here's
the
timeline,
here's
who
is
involved
in
reviewing
these
things
whatever
it
is
that
you
have
to
share
that
you
think,
might
kind
of
ameliorate
or
alleviate
some
of
that
insecurity.
Uncertainty.
That's
in
the
person,
who's
being
evaluated!
That's
what
it
means
to
be
generous
with
your
knowledge.
Just
try
to
put
their
minds
at
ease
and
try
to
be
as
clear
as
possible
about
the
process.
A
Yeah
thanks
for
that,
because
I
really
like
the
I,
really
like
that,
we
can
apply
the
same
framework
of
being
generous
and
serving
our
audience
for
both
sides,
because
I
think
that
if
both
a
manager
and
a
direct
report
go
into
a
conversation
about
career
growth
and
both
have
the
intention
to
serve
each
other
and
share
and
be
as
open
and
transparent
as
they
can
I
think
that
those
career
conversations
can
become
incredibly
efficient
and
like
really
safe
spaces,
for
both
people
to
share
what
they
want
to
get
out
of
their
career
growth.
At
gitlab.
B
Right
right
and
I
think
a
big
piece
of
it
is
creating
that
common
language
and
and
and
those
common
setting
those
common
expectations
right.
So
whenever
I've
been
a
manager,
my
MO
is
always
to
establish
my
expectations
up
front
on
a
team,
and
you
know
I
always
say
listen
like
I
view.
Your
career,
as
my
responsibility
like
I,
will
be
your
best
Advocate,
but
you
need
to
give
me
the
tools
to
do
that
like
this
has
to
go
both
ways:
I'm
not
a
mind.
B
Reader
I
have
a
lot
of
stuff
going
on
help
me
help
you
right
and
I
think
when
you
frame
it
this
way-
and
you
say,
I
want
to
be
in
service
to
you
and
I
will
always
be
generous
with
what
I
know.
Then
that
kind
of
creates
that
important
psychological
safety
moment
for
the
people
on
your
team
for
them
to
say.
Okay,
she
cares
she
wants
to
hear
what
I'm
working
on
and
I
know
that
Chino.
B
She
has
the
best
intentions
of
going
to
bat
for
me,
and
you
know
the
same
thing
when
you're
when
you're
a
direct
report,
it
really
is
the
manager
has
to
set
that
tone
so
that
you
feel
comfortable.
But
then
it's
your
responsibility
to
show
up
every
week
or
to
every
one-on-one.
However
often
you're
having
them
with
that
information.
Having
done
that
work
and
making
sure
that
you
are
equipping
them
to
to
be
on
your
side,
yeah.
A
A
So
we
have
a
few
team
member
questions
in
the
document.
So
thanks
Camilla,
for
having
that
conversation
back
and
forth
with
me
and
I'm,
going
to
pass
it
over
to
our
team
members
to
come
off,
mute
and
voice
their
questions,
and
it
looks
like
Sarah
is
the
first
one.
So
Sarah
are
you
on
the
call
and
can
voice
your
question.
I.
C
C
The
summary
of
this
particular
value
is
that
we
want
people
to
operate
under
the
assumption
that
others
have
good
intent,
and
we
want
everyone
to
be
more
accepting
of
other
people's
desire
to
contribute
or
provide
opinions
and
ideas
to
topics
that
we
might
be.
The
dri
we're
leaning
on
I
have
seen
this
particular
value
kind
of
used
as
a
way
to
justify
somebody's
own
response
to
a
situation
where
they
contributed,
and
it
was
not
received
well
and
they
say
well,
why
aren't
others
having
short
toes
like?
C
B
For
sure,
so,
I
think
a
really
important
thing.
There
is
first
of
all
making
it
making
sure
that
everybody
knows
that
it's
okay
to
share
their
ideas,
like
you
know,
I,
think
I.
Think
that's
fine!
That's
you
know.
A
key
tenet
of
psychological
safety
to
me
is
like
being
able
to
trial
and
error
your
way
to
success
and
I.
B
Think
that's
really
key,
but
at
the
same
time,
I
think
like
having
a
clear
definition
of
what
short
toes
means
means
that
you
can
kind
of
count
that
it
doesn't
mean
that
every
idea
is
going
to
be
enacted.
It
doesn't
mean
that
every
facet
of
every
job
is
fair
game
to
everyone.
Everyone
kind
of
has
their
remit
right
and
and
there's
areas
of
expertise
that
we
hire
people
for,
because
that's
what
they're
really
good
at
so
I
think
what
I
would
try
to
be
careful
of
is
like
you
want
to
preserve
that
trust.
B
You
want
to
give
them
the
space
to
continue
to
contribute,
so
we
don't
want
to
chastise
them,
but
we
want
to
sort
of
flip
it
in
more
positive
way
and
say
Hey.
You
know
this
is
something
that
you're
exceptional
at,
like
I.
Would
love
to
see
you
kind
of
double
down
on
this
area?
I
would
love
to
see
what,
if
you,
you
know,
put
that
energy
in
this
area?
What
does
that
mean?
B
What
does
that
look
like
and
kind
of
try
to
do
a
redirect,
rather
than
shutting
somebody
down,
because
it's
a
great
question:
it's
a
fine
line
to
walk.
You
know
how
do
you,
how
do
you
encourage
people
to
continue
to
participate
without
you
know
risking
shutting
them
down
when,
when
it's
not
always
the
right
time
and
place
for
that
feedback.
A
I
was
just
looking
through
the
values
page,
as
we
were
chatting
about
this,
and
it
made
me
think
of
this,
like
other
value
on
that
page,
that
is,
collaboration
is
not
consensus,
which
I
think
is
kind
of
like
similar
to
what
Camilla
is
saying
in
that,
like
short,
toes
exists,
but
that
doesn't
mean
that
everything
that
you
share
is
going
to
be
accepted
as,
like
truth
in
whatever
project
is
being
working
on
and
so
like.
It
feels
like
that.
Other
value
is
like
the
two
go
hand
in
hand.
They
like
have
to
exist
together,
yeah.
B
No
I
mean
I
I
love
that
I
think
the
other
thing
that
my
company
uses
a
lot
that
I'll
throw
out.
That
is
this
phrase,
disagree
and
commit
I.
Don't
know
if
that's
something
you
say
at
gitlab,
but
what
it
really
means
is
we're
all
entitled
to
our
opinions.
We
don't
all
have
to
agree
all
the
time,
but
we
do
have
to
be
able
to
pull
together
as
one
team
and
move
in
One
Direction.
A
C
D
Thanks
for
being
here,
Camilla
my
questions
around
context
and
how
do
you
strike
a
balance
with
providing
just
enough
or
too
much
context?
There
are
times
when
there's
a
lot
of
information
that
needs
to
be
exchanged
and
especially
in
an
async
way.
It
can
feel
overwhelming
to
the
receiving
party
of
just
like
how
much
they
got
at
once.
So
I
was
wondering
if
you
have
any
tips
for
how
to
do
that
effectively.
B
B
Think
about
like
when
my
mom
tells
me
a
story
like
it
can
be
a
story
about
like
her
running
into
a
friend
at
the
grocery
store,
but
it
takes
her
half
an
hour
to
tell
me
the
story,
because
there's
just
so
much
context,
and
so
many
details
and
I'm,
like
Mom,
like
cut
to
the
chase,
which
part
of
this
do
I
actually
need
to
know,
and
the
answer
is
usually
none
of
it
but,
like
you
know,
she
had
a
point
in
there
somewhere
and
so
I.
Think
about
that.
B
B
D
Thank
you.
That
makes
a
lot
of
sense.
I
have
the
next
question
as
well,
so
for
managers
that
are
supporting
members
of
their
team
that
are
specifically
looking
to
grow
in
this
area,
so,
emotional
intelligence.
Are
there
any
resources
like
I'm
thinking
about
like
books,
trainings
Etc,
like
go-to
things
that
are
that
we
can
share.
B
B
That
I
think
is
like
it's
called
daring
greatly.
She
has
a
bunch
of
books,
but
that's
that's
my
favorite
one
I
think
that
is
required
reading
for
any
human
being,
but
definitely
you
know
anybody
in
a
professional
setting,
because
it's
helping
it's
it's
helping.
You
understand
like
how
you
bring
vulnerability
into
a
workplace
and
that's
really
important
for
people
who
are
struggling
with
emotional
intelligence,
because
it's
about
how
do
you
bring
your
own
vulnerability
to
the
workplace?
B
But
how
do
you
also
have
empathy
for
the
vulnerability
of
other
people
and
it's
actually
about
creating
stronger
bonds
and
a
more
trusting
environment
through
that
lens?
So
to
me,
that's
super
super
key.
She
also
has
a
great
podcast.
That's
called
I
think
dare
to
lead
that
I
would
recommend
that
that
anybody
kind
of
look
at
another
book
that
I
love
that
I'll
send
Samantha
the
title
of,
but
it's
about
humor
at
work
like
to
me.
B
That's
a
really
really
important
factor
in
and
that's
something
that
people
who
are
kind
of
looking
to
develop
in
the
emotional
intelligence
area.
Sometimes
Overlook
is
it's
important
to
be
human.
It's
important
to
be
able
to
kind
of
shed
lofty
with
people
as
a
way
of
building
bonds
and
that's
actually
kind
of
like
attacked
a
tactical
thing
that
you
can
Implement,
which
is
just
like
how
do
I
Foster
my
Humanity
a
little
bit
more
in
work.
D
B
Absolutely
so
I
think
the
more
like
tactical
and
tangible
you
can
be
the
better.
So
if
I
were
you,
I
would
take
like
your
favorite
Snippets
from
whatever
we
talk
about
today,
whether
it's
like
you
know
the
reframe
of
like
thinking
about
your
audience
and
then
thinking
about
your
message
or
whether
it's
thinking
about
how
do
you
be
in
service?
And
how
do
you
be
generous
with
your
knowledge
but
I
would
say
like
sound
bite,
these
things
turn
them
into
tactics
that
people
can
easily
deploy,
because
it's
not
rocket.
Science
like
these
are.
B
These
are
rules
that
you
learn
and
you
implement
and
it
does
take
more
practice
for
some
people.
But
if
you're,
given
the
framework-
and
you
know,
and
also
like
the
the
access
that
we
talked
about,
is
also
a
useful
one
right
right,
so
I
think,
basically
what
you're
just
saying
is
like
I
want
you
to
learn
these
things
and
learn
to
implement
them.
You
are
not
out
there
on
your
own
you're,
not
going
to
make
a
misstep
you're,
not
just
like
improvising.
B
Every
single
time
like
these
are
Frameworks
that
you
can
use
and
I
think
like
teaching
those
and
encouraging
them
to
to
use
them,
and
then
for
you
to
be
able
to
provide
feedback.
When
you
see
it
not
being
done
super
well
or
you
know
where
those
areas
that
it
could
be
done,
better
I
think
having
that
common
language
of
those
Frameworks
is
really
important
and
useful.
E
E
So,
first
off,
like
I'm,
a
I'm
just
excited
to
see
this
talk
like
emotional
intelligence
and
understanding
your
own
emotions
and
the
emotions
of
others,
a
big
part
of
interpersonal
relationships
which,
as
a
person
in
kind
of
a
forward-facing
role
within
this
company
like
I,
need
to
be
able
to
talk
to
people
and
a
big
part
of
that
is
emotional
intelligence.
Emotional
intelligence
I
would
love
to
hear
more
about
ways
that
we
can
apply
this
to
things
like
talks
and
events,
I.
B
Yeah,
100
and
I
think
it's
a
great
question.
So,
whenever
I'm,
giving
a
presentation
or
a
talk
of
any
kind
I
think
about
there
being,
you
know,
I
think
about
the
house
being
the
presentation
that
I
want
to
build
and
then
I
think
about
the
foundation
of
that
house
in
three
ways.
So
the
three
elements
of
your
foundation
are
your
audience,
your
content
and
you
as
a
speaker.
So
if
we
think
about
each
one
of
those
things
kind
of
one
one
at
a
time,
so
your
audience
Festival
is,
is
what
we've
been
talking
about.
B
B
What
is
it
that
they
want
to
learn
from
you
so
doing
like
honestly,
a
mind
dump
of
like
everything
that
you
know
about
this
audience
and
writing
it
down
and
having
it
kind
of
framed
somewhere.
So
that's
the
first
thing.
The
second
thing
is
from
there
you
can
say:
okay,
my
content
is
this.
You
know
you
probably
have
a
subject
line
or
a
title
of
some
sort,
that
you
are
a
topic
that
you're
kind
of
going
to
be
speaking
about
and
thinking
about.
Okay,
what
is
everything
that
I
know
about
this
topic?
B
Let
me
get
everything
out
there
that
maybe
I
would
want
to
send
or
say
and
then
doing
a
matching
process
almost
and
saying.
How
can
I
get
this
content
to
line
up
with
what
I
know
about
my
audience
and
that's
how
I
structure
every
presentation
to
make
sure
that
what
I'm
saying
is
really
going
to
resonate
a
a
good
you
know,
additional
tip
on
that
front
is
to
think
what
how
can
I
make
this?
How
can
I
frame
this
in
an
interesting
way?
B
What
is
the
key
problem
or
aha
moment
that
I
can
share
with
this
audience
and
how
can
I
deliver
them
a
solution
or
a
tangible,
take
home
right,
so
you
know,
there's
there's
tons
of
examples
out
there,
but
I
think
framing
it.
That
way
is
really
really
helpful
and
then
the
third
element
of
the
foundations
is
you
yourself
as
the
speaker,
and
this
is
intentionally
third,
because,
in
my
opinion,
it's
the
least
important.
But
the
fact
is
you
know
you
are
you:
are
you
are
merely
a
vehicle
for
your
message?
B
That's
how
I
view
being
a
speaker.
You
are
in
service
to
your
audience
when
you're
up
there,
you're
being
generous
with
your
knowledge,
you're
you're
you've
done
the
process
of
matching
what
you
know
to
what
you
think
they
need
to
know
and
how
they
feel-
and
you
are
merely
just
the
vehicle
for
that
message,
but
at
the
same
time
generally,
when
you're
up
there
and
you're
giving
a
presentation
of
some
sort.
That's
an
impactful
moment
for
you.
First
of
all,
it's
kind
of
scary.
B
You
know
I
I,
do
a
lot
of
this
stuff
and
I
still
get
nervous
when
I
go
up
and
do
these
things,
but,
second
of
all,
it's
probably
of
some
significance
that
you
have
a
captive
audience
and
that
they're
going
to
know
who
you
are
and
you're
considered
an
expert
in
some
way,
and
so
thinking
about
how
do
I
want
to
come
across.
How
can
I
bring
to
bear
the
best
parts
of
myself.
B
These
are
this
is
what
I
want
people
to
think
of
me
and
not
in
an
inauthentic
way
right,
because
I
think
the
worst
thing
you
can
do
is
get
up
and
try
to
be
someone
that
you're
not
but
thinking
about
how
can
I
dial
up
those
parts
of
me
to
make
sure
that
I'm
showing
up
in
an
authentic
and
you
know,
sort
of
saturated
way
and
so
yeah
when
you're
a
speaker.
That's
your
job,
too,
is
to
is
to
represent
yourself
in
the
best
way
that
you
can.
E
F
B
F
I
put
my
question
last
because
I
acknowledge
it's
a
bit
off
topic,
but
I
reckon
that
you
have
something
to
say
about
this
in
person
an
in-person
communication
or
calls
you
know
when
the
other
person
is
going
silent
and
and
just
redrawing
from
from
the
conversation
in
an
all
remote
environment.
Where
you
have
asynchronous
communication,
you
don't
know
is
that
person
just
busy
with
the
kids?
F
B
So
to
me,
that
is,
that
is
a
cultural
thing
and
that's
to
do
with
the
expectation
setting
so
I
think
when
you're
working
on
a
piece
of
work
like
that,
and
it's
really
urgent
and
somebody
goes
silent.
Then
you
you
need
to
set
that
expectation
up
front
like
if
you're
having
a
conversation
or
whatever
it
is,
and
they
just
disappear
on
you.
You
should
have
said
at
the
top
of
the
call
like
hey.
This
is
really
important.
It
would
be
great
if
we
can.
B
You
know
collaborate
on
together
on
this
until
it's
done
and
then,
if
they
still
abandon
you
and
leave
you
hanging,
then
that
to
me
is
Is
Not
Great,
Is,
Not,
Great
behavior,
and
that's
something
that
I
would
you
know,
considerately
and
tactfully,
give
them
feedback
on,
but
I
think
if
it's
not
urgent,
then
you
need
to
query
with
yourself
as
well.
Like
can
I
give
them
the
space
that
they
need.
It
might
be.
You
know
you
don't
know
exactly
what
has
come
up
for
them.
B
B
Sure,
yeah
and
I
think
you
know
the
the
other
thing
I
would
say
on
that
is
I,
don't
know
what
your
feedback
culture
is
like
at
gitlab,
but
I
think
you
know
what
we
talked
about
earlier
in
the
session
about
you
know,
asking
permission
to
give
feedback
or
finding
the
right
time
and
the
right
Avenue
to
do
that.
You
know
if
you
can
be
deliberate
and
thoughtful
about
that.
You
can
actually
you
know
meaningfully
change
behavior
in
a
way
that
doesn't
make
somebody
feel
like
you
know
they
did
something
massively
wrong
and
actually
helps.
B
Yeah
I
mean
I
I,
think
that's
a
great
idea
and
that's
something
that
we
we
toyed
around
a
bit
when
I
was
working
fully
remote
I
would
say
the
one
thing
is
there.
You
need
to
be
careful
not
to
create
an
obligation
that
people
need
to
explain
themselves
to
you
at
all
times,
so
there
needs
to
be
some
option,
whether
it's
an
emoji
or
a
status
or
whatever
it
is.
B
It
just
says
like
I'm,
just
busy
and
I
think
like
as
long
as
somebody
puts
something
up
that
you're
aware
of
so
that
you're
not
blindsided
as
as
tourstem
was
kind
of
saying,
I
think
as
long
as
you
solve
for
that
piece,
we
still
want
to
give
people
the
freedom
and
the
Privacy
to
do
what
they
need
to
do.
Yeah.
A
A
This
has
been
a
really
great
conversation
and
I'm
really
excited
to
kind
of
take
some
pieces
that
you've
shared
and
go
share
it
out
with
team
members
who
couldn't
have
been
here
and
also
wanted
to
share
some
appreciation
for
all
the
team
members
who
made
time
to
be
on
the
school
hope
that
it
that
you
learned
something
new
and
that
you
also
can
go
share
something
back
with
the
rest
of
your
team.
So
yeah.